Concepts Of Sight in Sophocles’ Play Oedipus Essay -- Sophocles Oedipu

Concepts Of Sight in Sophocles Play OedipusThe concept of sight is one of the major motifs throughout Sophocles reanimate Oedipus the King. The mould swans primarily around series of events caused by many bulks insight or lack there of. Oedipus does not see that he is caught up in a web of cruel destiny that he rear endnot escape. The gods demonstrate foresight and insight into the play. In addition to this, Tiresias has physical fraudness simply also has prophetic insight. Finally, both Oedipus and Jocasta portray types of mental blindness and shortsightedness. These are all examples of different uses of sight in the play Oedipus the King.Oedipus is a hero, but sometimes he can not see the reality of this. He goes into states where he lacks mental insight, making rash decisions without thinking about the future or consequences. virtuoso of his biggest downfalls because of this shortsightedness is that he does not realize that his destiny is solely in the hands of the gods. A fter Oedipus is told as a young boy about the prediction of his life, he can not see how he is destined to marry his mother and kill his father. Furthermore, because of his lack of insight he truly believes that he can move without the Oracles prophecy following him. No matter what Oedipus does, he has no control over what the gods have predetermined. The gods also punish the people of Thebes with hard times since it is these people who brought Oedipus into the land as their king. The gods do this in order to make the people see through Oedipus extreme pride and straightaway temper. The gods apparently think that the only way to get them to see what Oedipus has done is by causing the city pain and suffering. The gods use their insight to affect Oedipus life, family and city.Although the gods do not initially favor Oedipus, his kingdom sees him as a noble ruler. Oedipus pride prevents him from seeing the truth and this leads to his great fall. His pride forces him to kill his fathe r because he refuses to pay a toll and give up the right of way. Oedipus is so blinded by his pride that he can not accept the event that he can not avoid his fate placed upon him by the gods. It is because he is not perfect and has these tragical flaws that in the end makes him a tragic hero. The greatest of his flaws happens to be his excessive pride and self-righteousness. Had Oedipus not listened to his pride, ... ...has lost everything of importance his kingdom, his family, and his happiness. In the beginning of Oedipus the King, Oedipus is portrayed as an admired and respected ruler. By the end of the play, he has been stripped of his political power, has blinded himself, and has exited as a broken man.All these different uses of the concept of sight are found in Sophocles play Oedipus the King. Oedipus is noble in taking full responsibility for his troubled past, even though his troubles have been caused by Laius and Jocastas blind way of handling their problems. With a li ttle help from the gods, who did not hold Oedipus in favor, his blind choices and quick temper lead to his great fall. Even though Oedipus is not physically blind like Tiresias, he is blind to the actuality of the actions of his life. Because of this, it is ironic that Oedipus is morally blind when physically he can see. When Oedipus finally sees the truth, he realizes he is morally blind and then physically blinds his eyes. He realizes that his destiny is in the hands of the gods, and there was nothing he could do to change that. These are all different concepts of sight that revolve around the story of Oedipus.

The Many Faces of Pride :: Exploratory Essays Research Papers

The Many Faces of Pride Pride is idolatry, boastfulness, and the failure to recognize deficiencies (Peters 87). With time, people gather in become more accepting of self-esteem in their societies. This progression of acceptance has led to alterations in the definition. It is the slight tweakings of the definition that have allowed us to perceive gazump as a deadly sin and simultaneously an essential for success. The beginning of all sin occurred when Eve listened to the evil snake, in the garden of Eden, who told her that she could acquire Gods fellowship (Peters 87). God forbid Eve to eat the apple of knowledge, but she did regardless. Eve committed the first sin of humankind in an act of pride because pride has been defined as an attempt at human self-divination (Peters 87). Since she was only the second person to walk the earth, Eve had few examples of how to act. It seems to be that it was her sheer curiosity and confusion with Eden that caused her to eat the apple, not an attempt to become like God. Despite her intentions, according to the ancient definition of pride Eve sinned the first sin of self-divination. some other example of ancient, religious pride can be seen through an ancient Jewish sect, the Pharisees. These men claimed to be the most religious of the land. Although they did not seek to be at the same level as God, they sought answers and results for their village among themselves when they should have been talking to God. Often times, the Pharisees bent the rules of the Ten Commandments for themselves but forced the villagers to strictly copy them. To make matters worse, these men wanted to be rewarded for their good deeds of helping their community. The Pharisees refused to admit their faults and were condemned proud by Jesus (Yancey & Stafford 1125). God gives us a final examination example that pride is a deadly sin. lucifer was created to be one of Gods right hand cherubs, the seal of perfection (Ezek iel 2812-15). However, one day Lucifer decided that he wanted more knowledge and power than God. When God found out, Lucifer was kicked out of heaven and fell to the earth, bringing one third of the stars (fallen angels) with him (Isaiah 1212-14 & Revelations 124).

Descartes Third Meditation :: essays research papers

Meditation IIIIn Descartes Third Meditation, he establishes arguments to constitute the existence of God. Descartes believes in Cogito Ergo Sum this means I think therefore I am. The I in this sentence means the soul. Descartes believes the existence of the opinion is better known than the existence of the body. If my soul thinks then I exist. The Cogito proves the existence of self or the mind this is not the same for the theory of God. Descartes has two arguments in the Third meditation. The arguments are the cause of his idea of God and the cause of his existence now.In the third meditation Descartes uses his existence as an example to find let on whether God exist. Descartes explanation is whatever he perceived clear and distinct is true. The idea of the existence of God could have been caused by something out side of himself. Something had to regularise the idea of God in his mind for him to think about the existence of God. Descartes says, I must examine whether there is a God, and, if there is, whether he send packing be a deceiver. Descartes has to prove that God exists and that he is no deceiver. Descartes then explains that the idea of God is the idea of a perfect or Supreme Being. A perfect being could have set this idea in our minds. He discovers that a perfect thing exists and that perfect being is defined as God. Descartes says, on the whole these attributes are such that, the more carefully I concentrate on them, the less possible it seems that they could have originated from me alone. So from what has been said it must be cogitate that God necessarily exists. Descartes also reveals that God is not a deceiver. Descartes knows that a perfect being has no faults. Deception depends on some defect or fault. Therefore, if a perfect being has no faults then that perfect being can not be a deceiver.

Enders Game :: essays research papers

Enders GameIn this book Orson Scott Card writes about a boy who is innate(p) to save the Earth. Ender Widgeon is born as a Third in the future where only two children are allowed per family. Enders older brother and sister, hammer and Valentine, were not what the government required to save the world, so Ender was born, that he would be somewhere in the middle of their extremes. Peter is too violent, and Valentine has too much empathy. Ender is the right combination for the Battle School. Ender and Peter keep back power, tho, only Ender has respect. Both of them are killers, but Peter loves killing while Ender regrets it after he does it. They both also become heroes, but both will not remain heroes when the historians begin to examine things.Though Peter and Ender both have power over other people. However, Ender & Peter thread and use their power differently. Peter gets power by terrifying people. Everyone knows he is a cold-blooded murderer, so they do as he says because the y are afraid. Also, he influences on the nets (The nets are networks similar to the internet). He uses them to sway the public. Once Peter has gotten power, he uses the power for himself. He uses people as pawns to do what he wantsto detect the world. However, Ender gets his power by being the best at all the games. He becomes commander of an army. But, he doesnt use the army to get anything for himself, except to be number one in the point standings. He chip ins the people in his command better soldiers by telling them what he knows. He allows the platoon leaders to make decisions in battles, so that the whole army doesnt rely on him all the time. Peter and Ender kill throughout the book. Peter kills squirrels and animals. He threatens to kill Ender and Valentine if they do not do as he tells them. He enjoys these kind of things. He shows no sorrow or sympathy for the dead animals he leaves in his venture yard. Ender kills out of defense and feels lots of sorrow. He never intend s to kill anyone that he kills. All the people he kills are accidental, but if Ender wouldnt have killed them, they would have killed him. These deaths are hidden from Ender because of the pain he would feel knowing what he had done.

Performance-based Compensation - Pay for Performance Essay -- Job Work

Performance-based Compensation - Pay for PerformanceCorporations are looking for new ways to improve employee mathematical operation as well as persist competitive. Pay for performance is one method some businesses are utilizing to improve employee performance. Performance-based compensation exists when compensation is tied directly to that portion of an individuals performance that can be effectively measured. There are a number of ways in which this may be accomplished and a number of examples as well how it is applied. One of the oldest examples is taken from the ancient Egyptians, where slaves working in the pyramids were given bread for superior performance. Payment of commission for sales production is one of the methods apply today.Most will agree that knowledge is the key resource in this post-industrial economy. The ch wholeenge for many companies is developing an organization that creates and cultivates knowledge and learning. Pay plays a significant role in shaping wor kplace behavior. Most of the traditional support systems reward the job the individual performs rather than the skills he/she brings to the job. The system is not cosmos able to reward the things the company needs and this presents a barrier. The trend has moved away from pay for the value of the job, service and seniority. It is being replaced with paying for skills, knowledge, competency, performance and productivity, all which can be delivered through different invitations, from changes to base pay to introducing gainsharing.HOW DOES PAY FOR PERFORMANCE WORK?If part or all of the ones lucre is contingent on how well you actually perform your job, one will go the extra mile. The individual will attack his/her work with vigor and love in the rewards. And... ...aining 34, Number 12 (December 1998) 34-40Hays, Scott. Pros & Cons of Pay for Performance. Workforce 78, Number 2 (February 1997) 68-72Johnson, Sam T. Plan your organizations reward strategy through pay for performance d ynamics Compensation & Benefits Review 30, Number 3 (May/June 1998) 67-72Kalbaugh, G. Edward. Opportunity Compensation. Rough Notes 141, Number 7 (July 1998) 71-72Marino, Sal F. Pay your rank and file fairly. Industry hebdomad 248, Number 3 (February 1999) 18Morrison, Arnold. Performance Management and Pay Programs. http//www/mdcs.state.mi.us/wf_aquis/Programs2.htm. April 1997.Bonus and Incentive Pay Plans FAQ. http//www.ipma-hr.org/research/bonusfaq.htm. January 1999.Guidelines for Administration of Merit Pay Plan. http//www.hr.ucsd.edu/docs/ miscellanea/merits/guideline.html. September 1998.

Performance-based Compensation - Pay for Performance Essay -- Job Work

Performance-based Compensation - Pay for PerformanceCorporations are looking for new ways to improve employee performance as well as remain competitive. Pay for performance is one method some businesses are utilizing to improve employee performance. Performance-based compensation exists when compensation is tied directly to that portion of an individuals performance that can be effectively measured. There are a number of ways in which this may be finish and a number of examples as well how it is applied. One of the oldest examples is taken from the ancient Egyptians, where slaves working in the pyramids were given bread for superior performance. Payment of commission for gross sales production is one of the methods used today.Most will agree that intimacy is the key resource in this post-industrial economy. The ch all(prenominal)enge for many companies is developing an organization that creates and cultivates knowledge and learning. Pay plays a significant role in shaping workpla ce behavior. Most of the traditional pay systems respect the job the individual performs rather than the skills he/she brings to the job. The system is not be able to reward the things the company needs and this presents a barrier. The trend has moved away from pay for the value of the job, service and seniority. It is being replaced with paying for skills, knowledge, competency, performance and productivity, all which can be delivered through different invitations, from changes to base pay to introducing gainsharing.HOW DOES PAY FOR PERFORMANCE WORK?If part or all of the ones salary is contingent on how well you actually perform your job, one will go the extra mile. The individual will flesh out his/her work with vigor and revel in the rewards. And... ...aining 34, Number 12 (December 1998) 34-40Hays, Scott. Pros & Cons of Pay for Performance. Workforce 78, Number 2 (February 1997) 68-72Johnson, Sam T. Plan your organizations reward strategy through pay for performance dynamics Compensation & Benefits Review 30, Number 3 (May/June 1998) 67-72Kalbaugh, G. Edward. Opportunity Compensation. Rough Notes 141, Number 7 (July 1998) 71-72Marino, Sal F. Pay your browse and file fairly. Industry Week 248, Number 3 (February 1999) 18Morrison, Arnold. Performance Management and Pay Programs. http//www/mdcs.state.mi.us/wf_aquis/Programs2.htm. April 1997.Bonus and Incentive Pay Plans FAQ. http//www.ipma-hr.org/research/bonusfaq.htm. January 1999.Guidelines for garbage disposal of Merit Pay Plan. http//www.hr.ucsd.edu/docs/classification/merits/guideline.html. September 1998.

Detective stories have been very popular from the mid 1900’s Essay

The victim in The dashed tintinnabulation was Helen stone and the victim in The Gatewood takeoff was Audrey, fifty-fifty though she kidnapped herself. Both the victims in the two stories were women and they had a problem with their drives. Audreys grudge was mainly due to the loss of her mother. Both of their conveys had towering stick outs for example Harvey Gatewood is described as He was a big bruiser of a man, something over 200 pounds of hard red flesh and a czar from the top of his bullet to the toes of his spaceFrom this description we can see why Audrey had problems with her father, like when he lost his temper what could Audrey do with a man with that physique this also utilise to Helen Stoner as Dr Roylott had the same temperament and physique. However, Dr Roylott was a stepfather. Ms Stoner was completely innocent unlike Audrey who took the law into her own hands instead of seeking service of process which Ms Stoner did. Ms Stoner was the more traditional as s he was helpless and frightened of her father unlike Audrey was who kidnapped herself trying to hurt her father and from victim she turned to villain.The villain in The stipple stria was Dr Roylott and the villain in The Gatewood Caper was Audrey, as well as being the victim. Both of the villains were cunning and promising and they both(prenominal) had motives, plainly Dr Roylott was the more traditional as he was mean and aggressive. Dr Roylott also had a criminal history as Helen Stoner tells us He beat his native butler to death, and narrowly escaped a capital sentence. Audrey wanted to hurt her father mentally and financially and had an accomplice, which wasnt traditional as the villain should be alone.The ingredients required to be a villain argon present in Dr Roylott and in Audrey as both had quarrels, but unlike Dr Roylott, Audrey didnt commit an evil crime. Audrey just ran away from home because she was sick of being tied to her father Harvey Gatewood. She fooled e gen uinelyone by claiming to ware been kidnapped because she wanted revenge on her father by getting his gold, but there was no real harm done. The villain, Dr Roylott in The Speckled Band also added to my diversion of the story.Whenever his huge towering figure would arrive in the story I would get so tense and intense because I was worried that his actions would be fatal. This tactile sensation make me feel as though I was inside the story. You couldnt even identify who the victim and villain was in The Gatewood Caper let alone feeling you were a variance of the story and there wasnt enough background information which would make it easy to understand. Both the settings in the stories were good and added to the enjoyment of the story. The Gatewood Caper was set in the city in a rich area.However, The Speckled Band setting was more isolated and mysterious and was more eerie as it was set in the countryside in a big mansion which for me is more traditional. The fact that there wer e gypsies and animals in the set made the story more enjoyable to read. The setting also added to my enjoyment of the story mostly because of the extras like the baboon, cheetah and gypsies which made the setting like an extra character in the story. The hale creepy and unusual feeling about Stoke Moran funnily made the setting more pleasant for me to read.The setting of The Gatewood Caper was good, but it didnt get me involved with the plot. Both stories followed my antepast of a classic spy story structure. The Speckled Band and The Gatewood Caper had the crime being described at the beginning of the story. The story started with the report of the crime. that in The Speckled Band I didnt discover the problem straight away I was made to wait for a while which create up suspense, as I was eager to discover the crime. Both stories had a period of uncertainty in the middle of the story where the investigation was proceeding and the police investigator began to gather evidence. In this section the main similarity between the two stories was the fact that the detective in each story had already solved the crime, but me, being the reader was made to wait until the end of the story to discover the outcome. Both stories also had a period where the case was solved and explained by the detective at the end. The main difference in the structure of the story between the two stories was the fact that unlike The Speckled Band the criminals in The Gatewood Caper were non punished at the end of the story.I also found the structure of The Gatewood Caper hard to follow and confusing at times. Therefore I have chosen The Speckled Bands structure as being the more classic detective structure. The path of writing in The Speckled Band was very detailed, well described and precise. But it moved slowly which led to building up suspense holding my interest. The language was very different, but both were formal and the vocabulary use was of early 1900s. The Speckled Band had been written in Standard English unlike the The Gatewood Caper which was written in American English.The Gatewood Capers style of writing was less detailed, but it moved fast and got to the point quicker than The Speckled Band. Because it moved fast it make up the suspense much quicker, but it wasnt that effective for me. The language was very different from The Speckled Band as it was more modern and used vocabulary from the era we are in now. Overall The Speckled Bands style of writing was more like a classic detectives style of writing. The Gatewood Caper moved and started faster and tended to get to the point quicker, which is the style in which writers like to write these days.The Gatewood Caper was more modern as well as there wouldnt have been a shopping mall in the time of Sherlock Holmes and there were not many agencies in traditional detective stories. The reputations raised by The Speckled Band were exactly what I had expected for a traditional detective story. The them es of a classic detective story were very straightforward and The Speckled Band raised all these themes. For instance crime doesnt pay. Dr Roylott didnt fulfil his evil motive by killing Helen Stoner. in force(p) beats evil Sherlock Holmes was able to unravel the evil truth behind the death of Julia Stoner. The themes raised by The Gatewood Caper were exactly what I didnt expect. Because good and evil were not easy to spot as the themes were not what they seemed and the whole truth doesnt come out. It didnt seem that Audrey got punished and the whole thing was a waste of police time as the only thing which was solved was a family problem. The morals of the story were quite different from what I expected as running away doesnt solve problems is not a theme I would expect in a detective story.The theme raised by The Speckled Band was another reason that made the story more enjoyable to read. The theme raised by The Speckled Band was very common to most detective stories. In normal det ective stories you may discover the theme that the guilty are punished by and by villains are sent to jail, this theme is discovered after a very normal and unimaginative event. But in The Speckled Band this theme was demonstrated after a venomous snake had killed the villain, Dr Roylott, in mysterious circumstances.The way the themes were discovered added to the excitement of the story. Both stories had the same issue of the troubles in relationship between father and daughter. In The Speckled Band Dr Roylott was more violent and bad tempered and even though he was their stepfather he was practically all the girls had. To save his money he killed Julia and attempted to kill Helen. On the other hand in The Gatewood Caper the relationship between father and daughter was less violent as Audrey looked for attention.A classic detective story would have the more violent storyline of The Speckled Band as it is more explosive. This relationship issue made Dr Roylott more of a feared chara cter and this induced more tension, which a classic detective story would want. In every category The Speckled Band obeyed the rules applied to a classic detective story. The themes raised by The Speckled Band were identical to themes raised by a classical detective story. Like a traditional detective story The Speckled Band identified the hero, villain, and victim very clearly and they were very simple to follow.The Gatewood Caper was unable to do this even at the end of the story I was struggling to identify the villain and victim in the story, as there were two possibilities. For some people this is an enjoyment and they like reading this type of story, but for me I was lost in finding the villain or victim that I couldnt understand the story. I personally preferred The Speckled Band rather than The Gatewood Caper, and there are multiple reasons for this. I found the plot of The Speckled Band super entertaining and that it was wrapped up at the end.This is because events such as the snake built up suspense which made me eager to read on. The plot events were enjoyable to read because it was easy to build up a picture from the description. There were far more dramatic events full of suspense and drama in The Speckled Band rather than The Gatewood Caper which had a lot less description. The main reasons I believe I personally preferred The Speckled Band was bring out because the story had the ability to include interesting characters by using great description.It included many exciting events which built up suspense making me eager to read on and find out what happened. It also included puzzles and mysteries for me to solve during the story. All these factors fulfilled a description of a classic detective story. The Speckled Band was like a classic detective story which is why I preferred this story to The Gatewood Caper story. To what extent did The Speckled Band and Gatewood Caper match the expectations of a traditional detective story ?

Firing an Employee

Week One Assignment Terrence Rice In every situation when it comes to a supervision position it takes face to face communication with the employee. From previous experience I have done all the things described in the assignment. There was an employee named David I had to terminate because of cutbacks in the company. Here is how I handled that situation David can you come to my office please? When he arrived I told him, you recollect in the staff meeting we discussed how many jobs were going to be cut from the company and it would go by hire date.So your number came up during the time frame so due to company policy I have to give you your pink slip take it to the unemployment office and you can get your unemployment. I also remember when the economy was in good shape and I welcomed David to the company. Jennifer the main secretary presented him to me and I said, Welcome to R & R transportation, my name is Terrence Rice and I am your supervisor.David paused as I held my hand out as we shook hands I told him what he was responsible for and how we did things. I personally trained him and released him to be on his own. When they told us the company was selling out to another company I wrote due to the process the company is going through and my disagreement with the process I must submit my two week notice and advise the owners of my resignation effective Oct. 12th, 2002.

The Strategic Management Process

In the current caper environment, knowledge evolves rapidly and the useful life span of presidential termal skills is decreasing, which meat excerpt and competitiveness of an organization is linked to its ability to learn and include its findings in their strategic management carry through. Having cited the criticality of strategic management on the survival of todays business, it is of paramount importance that in this weeks issue I deal on the subject of Strategic Management Process.Key Definitions I would like to start by specify some key words and phrases that are associated with the strategic management process. A Strategy is a companys long-term plan for how it get out balance its familiar strengths and weaknesses with its egress-of-door opportunities and threats to maintain a competitive advantage. Strategic management is the process of identifying and executing the organizations mission by matching its capabilities with the demands of its environment.Strategic prep aredness is the process by which the guiding members of an organization envision its future and develop the necessary procedures and operations to achieve that future (Goodliest, teal, 1992). This definition takes us away from the notion that strategic landing is a rung Job and focuses us more on process that requires senior leaders of an organization to set its strategic direction. Strategic plans are important because strategic supply to a few elite in an organization, it should be noted that there discordent levels of strategic planning.These are corporate level strategies, business level strategies and operable level strategies. The concept of strategic management builds on the definition of strategic planning, recognizing that although planning is the prelude of strategic management, it is not sufficient if it is not followed by the plowmen and carrying out of the plan and the evaluation of the plan in action. Strategic management is therefore a systems approach to identif ying and making the necessary changes and measuring the organizations performance as it moves toward its vision.It is the process where omnibuss establish an organizations long term direction, set specific performance objectives develop strategies to achieve these objectives in light of every last(predicate) the relevant internal and external circumstances, and play to execute the chosen direction. The strategic management process is Hereford a series of steps that formulates the strategic planning, implementation and evaluation. This process is depicted by some model/drawings which basically depict the strategic management steps. Most of these models only differ in to the extent to which they simplify the process only they generally withstand on major elements.Strategic Management Process Model Fig. 1 It can be seen from flesh 1 above that strategic management process is an repetitious process as depicted by the arrows. Strategic planning comprises (see Figure 3-1) the firs t 5 of 7 strategic management tasks (1) Defining the business and growth a session, (2) Evaluating the firms internal and external strengths, weaknesses, opportunities, and Threats, (3) formulating a new business statement, (4) translating the mission into strategic goals, and (5) formulating strategies or courses of action.The entire 7- yard 1 Define the Current problem Every company must choose the terrain on which it will compete?in particular, what products it will sell, where it will sell them, and how its products or services will differ from its competitors. Therefore, the most basic strategic decisions managers make involve deciding what business their firms should be in For instance, in terms of the products or services theyll sell the geographical locales in which theyll sell them, and how theyll distinguish their products or services from competitors.They ask, Where are we now in terms of the business were in, and what business do we deprivation to be in, presumptio n our companys opportunities and threats, and its strengths and weaknesses? Managers then choose strategy to drive the company to achieve the vision. This may be better enshrined in a vision statement as a sort of shorthand to married how they see the business down the road. The companys vision is a general statement of its int stop overed direction that shows, in broad terms, what they want to become. Two management gurus, Warren Bennie and Bert Mans say, To choose a direction, a leader must first have developed a mental enter of a possible and desirable future state for the organization. This image, which we call a vision, may be as vague as a dream or as precise as a goal or mission statement. The critical point is that a vision articulates a view of a realistic, credible, lovable future or the organization, a condition that is better in some important ways than what now exists.Visions are usually in longer terms, broader images managers excessively formulate mission statemen ts to communicate the purpose of their (company) present existence. Whereas visions usually lay out in very broad terms what the business should be, the mission lays out in broad terms what their main tasks are now. The mission statement of the company that I work for is To be the preferred supplier of electricity regionally and abroad. The mission statement is, to bring convenience to our valued customers through provision of electricity and related services. Step 2 Perform outdoor(a) and Internal Audits (Environmental scanning).Strategic planning starts by methodically analyzing external and internal situations. The strategic plan should provide a direction for the firm that makes sense, in terms of the external opportunities and threats the firm faces and the internal strengths and weaknesses it possesses. To facilitate this strategic external/internal audit or environmental scanning, we use SOOT analysis. This involves using a SOOT chart to impel and conspire the process of identifying company Strengths, Weaknesses, Opportunities, and Threats. When doing internal audits or scan companies should check for their strength and weakness.They should capitalist on their strength to create a competitive advantage in their industry, strengths can be in the form of a hardworking organizational culture which they can ride upon in order to have an edge oer other like firms. However companies should also not turn a blind eye on their weaknesses. Weakness doesnt mean that one is incapable however being aware of them calls for a decision to avert them. Weakness can be in the form of lake of strategic objectives that are meant to reduce the effects of the weaknesses. External audits scan for Opportunities and Threats.These can be at micro and macro levels. At macro level businesses should look into the Political, Economic, Social, Technical, Environmental and Legal (PESTLE) environment for threats and opportunities. Step 3 Formulate New Business and Mission Statement s In light of the situation analysis (environmental scanning), leaders/managers should determine what their new business should be, in terms of what products it will sell, here it will sell them, and how its products or services will differ from its competitors? This may call for establishing or crafting new Mission and Vision statements to stir the company.Step 4 Translate the Mission into Strategic Goals Saying the mission is to provide electricity is one thing implementing that mission for your managers is another. The firms managers need strategic goals. What exactly does that mission mean, for each department, in terms of how well boost electricity supply? The Government of Zanzibar has recently adopted a new appraisal system or all parallels, government ministries and existence under its new economic blueprint called JIM-ASSET. The system is called Integrated Results Based Management System.Under this system organizational missions are translated into tangible short-term, mid -term and long-term goals which are measured and specific. Strategic goals are the steps to the envisioned future. Not having them is like sitting for a meeting and coming up with no resolutions or action items. Step 5 Formulate Strategies to Achieve the Strategic Goals Again, a strategy is a course of action. It shows how the enterprise will move from the business it is in now to the business it wants to be in (as laid out by its vision, mission, and strategic goals), given the firms opportunities, threats, strengths, and weaknesses.The strategies bridge where the company is now, with where it wants to be tomorrow. The best strategies are concise enough for the manager to express in an easily communicated phrase that resonates with employees. These are best described as strategic objectives. Keeping the strategy clear and concise helps ensure that employees all hare that strategy and so make decisions that are consistent with it. Specific performance targets are needed in all area s affecting the survival and triumph of a company, and they are needed at all levels of management.The act of establishing formal objectives not only converts the direction the company is headed into specific performance targets to be achieved but also guards against drift, aimless activity, confusion over what to accomplish and loss of purpose. Step 6 Implement the Strategies What we think, know or believe in is, in the end of little consequence. The only consequence is. What we do. (Hands, 1995). Strategy implementation means translating the strategies into actions and results?by actually hiring (or firing) lines.Strategy implementation involves drawing on and applying all the management functions planning, organizing, leading, and controlling (POOL). check to Tom Peters and Robert Waterman, a model termed the Seven S Model provides a framework of implementation of a strategic change. Structure changes may have to be made to cope with strategic changes, while systems may need al so with the new strategic direction. Skills may need to be upgraded or reshuffled properly. Style or culture of management may need also to be readjusted accordingly.All these have their energy directed to achieve the strategic goals (Vision) as depicted on fig 2 above. Step 7 Evaluate Performance Strategies dont always succeed. For example, TN-Holdings failed when it massively rolled out its Subs across the nation in order to be circumferent to where its customers are. The strategy failed dismally in the following year because of a huge liquidity crunch that is currently bedeviling our economy?because of evaluation management quickly re-strategists and came up with a new business model. Managing strategy is an ongoing process.

Personality Type Assessment

Personality Type Assessment (Week-2 Individual Assignment) CMGT/530 IT Organizational Behavior July 1, 2012 Personality Type Assessment The first section of this study details the elements that a temperament type judicial decision typically measures. The second section contains discussion on the soulfulnessality type assessment of the author of this paper. In the third and last section, the author shares how his personal assessment outcomes could affect his work traffichips with his colleagues. Elements of Personality Type AssessmentA personality profile assessment is typically an objective noetic testing where an individual gives yes or no responses to a series of systematic and deeply constructed lookal and situational questions. These objective questions at a funda psychic level assesses the individuals cognitive mental process and orientations and based on the responses classifies the individual into one of the several personality types. Each of these personality types is associated with different sets of possible behaviors and tendencies that the individuals are most likely to exhibit.This categorization of personality types is by a personality inventory framework called the Myers-Briggs Type Indicator (MBTI), created by Isabel Briggs Myers after extensive testing and research on the conjecture of psychological types introduced in the 1920s by Carl G. Jung. At the basic level, the MBTI differentiates peoples cognitive functions in four ways, as defined by four mutually exclusive pairs of the dominant or likely mental preferences, and the combinations of these four pairs lead to a set of 16 personality types (MBTItoday. rg, n. d. ). The first pair of preferences, extroversion (E) and introversion (I), is for mental energy orientation. The extroverted individuals are expressive, assertive, outgoing, sociable, and draw their mental energy from the interactions with the outside ground. The introverted individuals are reflective, reserved, quiet, and draw their mental energy from the dwelling in the intragroup world of thoughts and ideas (Center for Applications of Psychological Type, 2012).The second pair of preferences, sensing(S) and intuition (N), is for irrational mental cognitive process related to cognition and receipt of information. The individuals with dominant sensing perception live in the present moment and are practical. They prefer simplicity, clarity, routine, and order in their daily lives. The individuals with dominant intuition perception are inspired by creativity and innovation, and imagine the possibilities for future. They are drawn to the big picture and abstract theoretical concepts (Center for Applications of Psychological Type, 2012).The third pair of preferences, thinking (T) and feeling (F), is for rational mental cognitive processes of forming judgments and making decisions. The individuals who primarily rely on their thinking for forming judgments are objective, analytical, and logical. They use logic, reason, and cause-effect analysis to handle any problems and tasks they face for achieving results. The individuals who primarily rely on their feelings for forming judgments rely on their personal emotions and value system.They are concerned about impact of their actions and decisions on other people (Center for Applications of Psychological Type, 2012). The fourth pair of preferences, legal opinion (J) and perceiving (P), is for mental orientation while dealing with outside world. The individuals who prefer judging rely on the rational cognitive functions of thinking or feeling. They prefer the world around them to be structured, organized, and orderly. The individuals who prefer perceiving rely on the irrational cognitive functions of sensing and intuition.They typically are open, spontaneous, and flexible and look forward to experiencing the world in its natural state (Center for Applications of Psychological Type, 2012). Personality Type Self-Assessment The writer used Jung typology test to complete the self assessment of his personal style and the results indicated that the writer belongs to personality type ISFP that means the writer prefers introversion over extroversion, sensing over intuition, feeling over thinking, and perceiving over judging (HumanMetrics, 2012).The writer found himself taking the assessment test few more than times to confirm the derived results. According to personality inventory of MBTI and the Myers and Briggs Foundation (n. d. ), the individuals with personality type of ISFP hurt tendency to seek a peaceful, easygoing life with a live and let live philosophy. They tend to enjoy life as it comes and define their own pace. They tend to be quiet, caring, considerate, and have a pleasant demeanor. They tend to be very devoted to their family and friends, and have a strong set of values that they cherish.They tend to dislike conflicts, disagreements, and imposing of their opinions on others (Myers and Briggs Foundati on, n. d. a). After looking at the results, the writer understood some of his own tendencies and consoled himself that he did not have to good at everything. He opined that the knowledge of these personality types can help in developing a deeper accord of people around him. Also while taking the assessment, for some of the questions the writer was forced to pack yes or no when he believed the answer was neither, and there were no in-between options to choose from.So the writer agrees with Robbins & Judge (2011) that the problem with these assessment tests is that they force a person into one type or another. According to Mccaulley (1990) every person uses all eight processes (E, I, S, N, T, F, J, and P) but intrinsically prefers one of each opposite pair. In the customary course of life, people develop preferences by doing what comes most naturally. As they grow older and wiser, they develop as well as use more of the lesser preferred processes (Mccaulley, 1990).Reflecting back o n his life, the writer agrees the personality type ISFP correctly indicates his default tendencies. Moreover, the writer also believes that over the years he has developed more shades to his personality and has become more balanced. Effect of Personal Assessment The assessment provided an opportunity for the writer to do some self-introspection and become more advised of self. Also the knowledge and understanding of 16 distinctive personality types helped the writer to appreciate others possessing different personality types.When employees can understand their type preferences, they can flack their work in a manner that best suits their style, including managing their time, problem solving, best approaches to decision making, and dealing with stress (Myers and Briggs Foundation, n. d. b) . The writer could analyze better the good and not-so-good relations he has experienced with his prior bosses and colleagues. The personality type assessment also helped the writer to reexamine hi s behavior with prior colleagues and identify the scope for improving relationships with his colleagues at the workplace.As a software development manager in a leading health care organization, the writer will make use of the new understanding of his own personality to improve upon his managerial functions and his handling of the different situations. These functions includes managing others, developing leadership skills, organizing tasks, creating teams, training for management as well as staff, conflict resolution, motivation, coaching, diversity, mention as well as rewards, and change management (Myers and Briggs Foundation, n. d. b) . References Center for Applications of Psychological Type. 2012). Mbti overview. Retrieved from http//www. capt. org/mbti-assessment/mbti-overview. htm HumanMetrics. (2012). Jung typology test. Retrieved from http//www. humanmetrics. com/cgi-win/jtypes1. htm MBTItoday. org. (n. d. ). History of the myers briggs type indicator. Retrieved from http// mbtitoday. org/about-the-mbti-indicator/a-mini-history-of-the-myers-briggs-type-indicator/ Mccaulley, M. H. (1990). The myers-briggs type indicator a measure for individuals.. Measurement & paygrade In Counseling & Development (American Counseling Association), 22(4), 181.Retrieved from https//search. ebscohost. com/login. aspx? direct=true&db=f5h&AN=9705111082&site=eds-live Myers and Briggs Foundation. (n. d a). The 16 mbti types. Retrieved from http//www. myersbriggs. org/my-mbti-personality-type/mbti-basics/the-16-mbti-types. aspISFP Myers and Briggs Foundation. (n. d. b). Mbti type at work. Retrieved from http//www. myersbriggs. org/type-use-for-everyday-life/mbti-type-at-work/ Robbins, S. P. , & Judge, T. A. (2011). Organization behavior (14th ed. ). New York, NY Prentice Hall.

Improving Teaching and Learning Essay

As all childrens experiences and development are individual, both child will have their own unique starting point from where to continue their learning of a subject from. Ausubel (1968) puts forward the interesting thought that we should invention our t separatelying to start from where the pupil is. However, as Littledyke & Huxton (1998) suggest, it is almost impossible to take into account every individual childs educational starting point. I tried to establish a common starting point by getting the whole class to brainstorm what they knew about metal.This would provide me with a light-headed idea of the knowledge each child held and enable me to successfully plan suitable investigative activities. This matches Piagets (1926) notion of cognitive match. The need to be given the learning experience at the right level, for each child. The teacher leads a discussion on a topic to draw out a trim of ideas from this the teacher may be able to judge which children are most or leas t knowledgeable. However there may be several children inwardly the class about the teacher knows very little even after the brainstorming session. (Littledyke & Huxford, 1998, p22) To combat this problem that Littledyke and Huxford (1998) mention I talked to children who did not take crash in the whole class session individually to found out their level of knowledge on the subject. One of the target areas on my display table was a magnet. Many of the children seemed fascinated by the magnet, as groups of children would constantly pick it up and play with it. After seeing this I decided I would get the children to canvass which materials are attracted to a magnet.This seemed like an excellent idea as I had already observed that the children were interested in this subject. The investigation would be carried out in a throwivist manner, with the children working individually. From this I could see that Rodney had had no past experience with magnets and thusly had no knowledge tha t magnets are made of metal. All he knew was that the object he held in his hand was called a magnet and that it stuck to metal objects. He had guessed that the magnet was made of plastic (probably due to the fact that it was coated in plastic) and constructed a misconception.On analysing this conversation I concluded that carrying my investigation out in a constructivist manner and pitching my investigation at an intermediate level, had missed Rodneys (and no doubt others) starting point of subject knowledge leading him to create his own incorrect idea. I believe this evidence contradicts a constructivist panache of doctrine as without positively intervening, questioning and explaining to Rodney that the magnet was made of metal, more problems may have arise in the form of further misconceptions or universe unable to carry out following work effectively.Instead it matches Littledykes & Huxtons (1998) suggestion that matching every childs starting point is extremely intriguing a nd if not done accurately, as shown from the evidence, can cause problems for the child. This brings to light that maybe a different teaching style needs to be adopted. Maybe I should have used the transmission approach of teaching at the beginning of the lesson and clarified vital pieces of information so that non of the children would have had misconceptions and the investigation would have keep an eye on to the best of its ability.This however would have been uninteresting for the children. In using a constructivist method of teaching, allowing the child to work independently building on old ideas to construct new ones, there is always a risk that misconceptions may arise. When children are discovering a convention for themselves and intervention from a more knowledgeable source is absent, children may take the information and instead of placing it in the perspective of conventional science they place it in their own logical perspective.For example, after the investigation, I sa t with each ability group and asked them to inform me of their findings. Through discussion and questioning within the group, I challenged ideas, aiding children to have access and maybe use of other childrens ideas and therefore make their own clearer. The following conversation was typical of all the groups. In conclusion, I believe that constructivism is an effective way in enabling children to build on or amend active ideas as it allows the child to undertaking hands on activities and actually appreciate a theory in action.This in change shape could either deepen understanding or change misconceptions they may have emerged throughout the topic. Practical activities subsequently help the children to retain the information as doing experiments, which are of interest to them, help them remember the vital information needed. These facts could then be recalled instantaneously when re-visiting and building on a similar topic, later on in the curriculum. Due to all the disadvantages m entioned earlier in my assignment, it is obvious that constructivism cannot stand-alone.It is acceptable to use constructivist methods but they must be used in conjunction with other teaching methods also mentioned earlier. This, as teachers, is down to our professional judgement to decide when and where they should be used. The right teaching style should accommodate the right job and although constructivism is a exit way to allow children to investigate, it does not always fit the purpose of the scientific investigation wanting to be carried out. However I believe that we adopt many a(prenominal) different teaching styles throughout a lesson without even knowing it.BibliographyASHCROFT, K & LEE, J (2000) Improving Teaching and Learning in the Core Curriculum. capital of the United Kingdom Falmer.ATKINSON & FLEER (1995) accomplishment with Reason. Hodder & Staughton.COLLINS EDUCATIONAL (1995) Nuffield Primary Science, materials teachers guide. LondonDe BOO, M (2000) Science 3-6 Laying the foundations in the Early Years. ASE Hatfield.DFEE, (2000) The National Curriculum Handbook for Primary Teachers in England. London DFEE & QCA.FARROW, S. (2000) The Really Useful Science Book. LondonFalmer.

Library management system Essay

1. 1 Background of the get word With diminishing finances, it is rargonly possible for a subr push throughine subroutine library or in makeup center to have enough resourcefulnesss to fulfill the drive to the luxuriant of its clients. What is being delivered is only a portion of what their clients actu in ally want (Ramos & Mohd Ali, 2005). coaction is widely recognized as the best authority for libraries to cope with the perpetually vary magnitude challenges volume of tuition resources nature and quality of information exploiter needs and expectations information and communion technology competencies and infrastructure inflated cost of information resources and staffing needs.However, although these challenges have continued to prevail, libraries working under collaborative initiatives like the pocket billiards of donnish and Research Libraries in Illinois (CARLI) have registered trem polish offous success. This thesis reports the findings of a thorough study to establish the factors that have guide to the success of CARLI and how such success factors washbasin be applied in libraries of developing countries like Uganda. Emphasis is placed on the founding of CARLI leadership, the sh be of responsibility and decision making processes as comfortably as sources of financial backing for the consortium.Also central to the research study is exploration of the persona and responsibility of participating outgrowth libraries and their contributions to and expectations from the consortium. I contend that lack of funding to facilitate consortium activitiesis non the central factor in the failed progress of the planned consortium activities in Uganda, rather it is the lack of committed leadership and cooperation among participating libraries that is responsible for the lack of progress.In every kind of organization or cooperation like a library consortium, funding has neer been enough due to ever changing technologies and continuous demand s from library patrons. However, good leadership and cooperation among rank and file plays a bigger role in achieving a commonplace goal. Having and working towards a common goal, under dedicated, dynamic and faithful leadership with an active and energetic social station plays a great role in the success of a consortium.2 To serve up in the possible improvement of consortium operations in Uganda, I need to understand the leadership, responsibility, staffing, collection, policies and procedures, funding and structure of donnish libraries in the participating social station of CARLI in comparison with those of Uganda. My research has incorporated interviews with CARLI staff and a questionnaire survey to all the participating CARLI membership. 1. 2 Problem statement.There is now ample research on the benefits of library collaboration mainly in real countries (Kaul 2001, Riley 2006, Wright 2006, Bennett 2007, Foulonneau et al. 2007, Williams 2008, Feather, Bracken & Diaz 2008, B utler 1998, Domatob, 1998). In Africa, a lot of research has been devoted toward the need for collaboration (Musoke 2008, Paulos 2008, Kinengyere 2007, Ibeun & Obasuyi 2007,Amaeshi (Ed. ) 2003, Kaul 2001, Rosenberg 2001, Ade Ajayi, Goma & Johnson 1996) and a few registered successes (Musoke 2008, Paulos 2008, Rosenberg 2001, Kinengyere 2007, Ibeun & Obasuyi 2007, Amaeshi (Ed.) 2003, Kaul 2001).However, no research has been reported on how to apply identified success factorsfrom developed countries in order to bring a change in developing countries. Developed countries have registered tremendous success stories comp ared to less developed countries failure in developing countries has been attributed to poor funding without aspect at different factors like committed leadership and cooperative membership.The National Council for Higher Education (NCHE) (2007) indicates that there are six public and twenty-four sequestered universities giving a total of thirty registered universities in Uganda. Of these, only twenty- nonpareil universities and two research institutions are actively and currently participating in the Consortium of Uganda University Libraries, (CUUL) (2008). It is clear, however, that most of these universities do non have adequate resources to fight back certain, if not all, areas of their donnish and research programmes.Since 2005, access to computer facilities, books and other learning materials has improved tranquilize many are farfrom r from each virtuosoing ratios compar adequate to(p) to world standards and, unfortunately, the student tobook ratio dropped from twenty- threesome books per student to nineteen in 2006 (NCHE, 2007). The NCHE 2006 (2007) study further shows that there has been a 9. 4% make up in the total number of students that enroll in the universities from 124,313 in 2005 to 137,190 in 2006 without an increase in 3the number of information materials in most of these universities.Although there is evidence of no increas e in the number of information resources to be use by students in these universities, NCHE instead attributes the low direct of research across the higher education spectrum to inadequate funding to a greater extent so, the student to book ratio stated above is far below the coiffe standards and NCHE does not suggest for these universities to participate in resource sharing as a way of bridging the student to book ratio.The NCHE (2007) ac experiences the usefulness of the library, stating that the library is the heartbeat of an academic institution. However, its 2006 study indicates that universities have continued to reduce the amount of money spent on books (0. 1% in private and in 2. 5% in public universities) and that library space is being converted to student instruction classrooms. This is an indication of low spending on library books much as these universities are still working harder to acquire information materials, space to store them is also becoming another challenge .One of the important things I have learned all through the time I have worked at Makerere University Librarys outreach programme inpartnership with CUUL as Deputy Country Coordinator for E-resources, on top of other substantive institutional challenges among African universities, a committed leadership and membership was noticed as still lacking among CUUL membership. While there are already real(a) successes registered by CUUL, still much has not been achieved, like spearheading resource sharing as one of its objectives since inception.This study begins to address issues that are surrounding the inefficiency involved in partnership, networking and collaboration among university libraries in Uganda. This overwhelms how universities with far better information resources like Makerere University can share with newly established universities lacking sufficient library resources. More particularly, the study directly addresses consortium issues like leadership, communication and mem bership contribution as key factors in this kind of collaboration. 1. 3 Objectives of the study. Study the consortium history among academic and research libraries in the state of Illinois 4 Identify the factors that influence libraries to yoke and continue to participate in a consortium Determine how consortium value affect participating libraries Determine the effectiveness and extent of resource sharing among CARLI member libraries Identify factors that lead to the success of a consortium other than money Suggest practical ways for resource sharing in developing countries like Uganda 1. 4 Limitations of the study.Any comparison of differing societies, or search for causal relationships must be conducted inside dimensional identities (Amaeshi (Ed), 2003) meaning, a perceived need to understand the economic, political, educational and sociological factors that affect information sharing among universities in both developed and developing countries. While the majority of the developments are standard practice in academic libraries in the developed world, many of these issues are relatively new to us in developing countries, and we have had to contextualize them by finding practical but local ways of addressing some of them (Musoke, 2008).In this study therefore, I do fully understand the dimensional identities that exist among CARLI and CUUL I try to contextualize identified success factors by finding practical but local ways of applying these factors that have led to CARLI advancement putting into context the economic, political, educational and sociological environments of operation between the two consortia. 5 CHAPTER 2 LITERATURE REVIEW.2. 1 Introduction In my literary works review, I have found a good representative literature discussing the need for collaboration among Ugandas universities and research institutions and a few outlines of the benefits so far registered in these universities. However, little is written in detail about resource shari ng as a way to bridge the shortage of information resources among these universities.I am grateful to some authors (Musoke 2008, Paulos 2008, NCHE 2007, Rosenberg 2001, Kaul 2001) who identified some of the factors that have hindered collaboration in Africa, although their treatments outline funding as a major factor in this progress as opposed to good leadership, effective communication and responsive membership. By studying the relevant literature, it will help me understand more fully how other factors play a big role in the development of consortium in developing countries. 2. 1. 1 State of higher education in Uganda.To date, the existing physical resources of higher education institutions are quite inadequate. Past political instability, lack of financial resources and the general lack of a culture that determine maintenance have combined to cause gross negligence in the maintenance of physical infrastructure including laboratories, seminar rooms, libraries, research faciliti es and staff offices (Musisi, 2003).Higher education trustworthy about 10 percent of a total Ministry cipher of UGX 619. 93 billion in the 2004/05 budget year (Ministry of Education and Sports,2005), a rate that has remained more or less constant since the mid 1990s. The implementation of cost sharing in institutions of higher learning has increased revenue generation to supplement transfers from the government.In addendum to cost sharing, funds are generated internally through private sponsorship of students, consultancies, sales of services and contributions from donors, (Musisi, 2003). However these sources have not beenable to accommodate the ever increasing budget needs. Due to such poor funding, much has been left undone.2. 1. 2 Structure of academic libraries in Uganda According to the Universities and Other Tertiary Institutions Act of 2001, with speech to Makerere University library structure (Makerere University Library, 2007), 6 the overall administration of libraries is vested in the office of the University librarian who reports to the Vice-Chancellor through the Deputy Vice-Chancellor in Charge of Academic Affairs (DVC-AA). The University Librarian is a member of Makerere University Top Management and Senate.Within the library, the University Librarian and deputies form the Librarys Management team, which works with heads of sections and branch libraries to implement University Library policies and programmes, and perform library rules and regulations. The policy making body of the University Library is the Academic Programmes and Library committal, which is a senate commissioning chaired by the DVC-AA. It is composed of members of Senate representing the sciences, arts and humanities, library, students and other relevant stakeholders.2. 1. 3 History of consortium in Uganda To strengthen the network of librarians, researchers and academics in developing countries and Uganda in particular, the Inter matter Network for the Availability of S cientific Publications (INASP) encouraged librarians to form national consortia. During a workshop on the topic of library cooperation for effective provision of information in Uganda and beyond, CUUL was established in 2001. Areas of cooperation include resource mobilization and sharing, and learning and marketing of member libraries (Kinengyere, 2007).One of the challenges being addressed by CUUL is the sustainability of e-journal subscriptions atthe end of donor funding. In November 2005, CUUL decided on the mechanism of cost-sharing the e-resources, starting in 2006. issue of the 43 registered Programme for the Enhancement of Research Information institutions-(PERI)-Uganda, only 11 (25%) responded to the e-resources sustainability initiative in time for the 2007 subscriptions and this trend has not changed to date (Kinengyere, 2007).The networking and collaboration of CUUL has not yielded good results as outlined in its objectives and thishas been blamed on the lack of funds w ithout looking at other factors like the commitment of its membership, and trust from its leadership. both CUUL and CARLI which began in July 1, 2005, do have a lot in common in their formation. Like UIUC for CARLI, Makerere University Library is the coordinating institution for CUUL under the PERI programme.The current establishment of CUUL as per its constitution (2001) is composed of a five member elected executive committee (Chairperson, Vice Chairperson, Treasurer, Secretary, 7 Publicity) who conduct CUUL activities in addition to their institutional responsibilities and a committee of representatives from actively participating institutions called Functional committees who help to coordinate CUUL activities in their respective institutions. It is interesting to note that the Functional committees referred to by CUUL are never as active as they should be.2. 1. 4 The need for collaboration A perceived need for collaboration among the African university libraries was stated as ea rly as 1990 (Ifidon, 1990) and was outlined in the Carnegie meeting of 2004, which identified the ability to participate in a global economy that is increasingly centered on access to knowledge as a critical key in solving the problems of the African nations. One of the goals of the conference was to develop partnerships between libraries and donors, and establish a platform on which future consortia and agendums could be built.During the meeting, many problems faced by African university libraries were discussed, such as poor networks, little cooperation between institutions that create their own databases of local materials, and truly few digitization programs to increase African content on the Web and respond to the thousands of different cultures and languages across the continent. The benefits of collaboration, consortia, networks and peer support have been emphasized in information science literature for a long time.Most of the success stories reported by African University Librarians revolve around collaboration and networking within institutions to entrance hall policy makers, within the country to form consortia and share the subscription of e-resources, build capacity andget professional support. The actual and potential of networking, cooperation and digitization is to modify the functions of acquiring, storing and disseminating information and knowledge, hence the need to be supported (Musoke, 2008).Because of limited resources there is, therefore, need to build on the achievements, share experiences and best practices through collaboration and networks. 2. 1. 5 Resource sharing The pattern of resource sharing has been used in the developed countries as a means to alleviate the resource inadequacies of individual libraries. In Africa, it has been seized upon as a way of sustaining informationservices. Rosenberg (2001, p. 14- 8.15) in her paper The sustainability of libraries and resource centers in Africa quoted a Kenyan librarian who concluded that there is no doubt that resource sharing programmes have a significant role to play in developing countries, given the problem of scarce resources and if libraries are to continueto meet the demands of other users, increased cooperation and resource sharing are vital. Rosenberg (1993) continues to note that on the ground there is little in the way of resource sharing.In some ways the situation has deteriorated, as systems that used towork (like the East African Literature Service) have collapsed. The survey (Rosenberg, 2001) of University libraries in Africa found that interlibrary lending (the main, if not the only, form of resource sharing practiced), was minimal, especially in-country and within Africa. such(prenominal) evidence suggests that there is a lot that needs to be done in order to bring a change about the idea of resource sharing among universities and research institutions.Even though these universities have little to share, even a little sharing may help future s haring of acquisitions in the most demanding subject areas. 2. 1. 6 Research and research paradigms In her paper Strategies for addressing the university library users changing needs and practices in Sub-Saharan Africa, Musoke (2008) states that there is drastic change in the methods of conducting research and research paradigms.For example, the demand for a multidisciplinary approach to research has meant that a research project in the Medical School, which would ordinarily require medical literature now also requires some social science and ICT components. much(prenominal) approaches put further demands on the already meager information resourcesin our libraries, hence the need for sharing. The diversity of research methods is an indicator of the complexity of research and the challenges of meeting the information needs of human beings conducting research.Such challenges call for immediate revival of resource sharing among these universities in order to meet the changing needs. T he presence and advancements in information technology can also help in this process.2. 1. 7 Policy formation and leadership The Association of African Universities (AAU) emphasizes that the way in advance for the development of research and postgraduate capacity in African universities is through selective concentration of resources within the university system, and the 9achievement of collaborative links among African universities, and between African universities and research institutions (AAU, 2009).In order to achieve that goal, AAU suggested that providing effective leadership to facilitate important regional interuniversity cooperation among African universities may help to ease the resource constraints and to build a viable educational enterprise in Africa capable of meeting the challenges ahead (Ade Ajayi, Goma & Johnson, 1996) 2. 1. 8 Consortium membership.Among the most serious problems of Ugandas libraries is the low level of and response rate towards collaboration and consortium in a number of library and information science activities. According to Paulos(2008), the most successful libraries in southern Africa, like in Botswana and South Africa, have been able to form strong alliances. exploitation complex and strong links and partnerships facilitates the utilization of information resources. An example of a successful regional network is the Association for Health Information and Libraries in Africa (AHILA).In addition to its international connections, AHILA has two internal concernssharing scarce resources through interlibrary cooperation and developing systems for improved bibliographic control of the health literature produced in Africa (Kinegyere, 2008). Such strategies if applied at the national level will not only strengthen regional networks, but also work as satellite communication networks for international organizations to overcome the problems of lack of physical infrastructure and as a basis for enhancing access to information amo ng university libraries with fewer resources.2. 1. 9 Library funding The wideness of government support towards consortia is elucidated in the plan of the United Nations (UN) World Summit on theInformation Society. This body acknowledges the significance of addressing fundamental issues of development in universal access, infrastructure, information and communication technologies, literacy, skills and training, E-learning, and E-Agriculture (Ibeun & Obasuyi, 2007). If Uganda is a signatory, it should join other countries in the attempt to support libraries and archives.Lack of funding has been a bigger issue among university libraries and has been attributed to lack of understanding of the role of libraries in an institution of higher 10 learning by university and political leaders as it emerged from the Carnegie conference (2004) and mentioned by many other writers (Musoke 2008, Ade Ajayi, Goma & Johnson 1996, Paulos 2008, Rosenberg 2001). However, not all African countries are de pendent on external funding. Libraries in Botswana and South Africa are examples where funding is internally generated and the quality of library resources is very high, (Paulos, 2008).As a source of funding for libraries in Africa, including Uganda, Paulos (2008) in his paper Library resources, knowledge production, and Africa in the 21 st century suggested the need for funding from African governments the splendor of proactive approaches on the part of academic librarians in Africa including the richness of identifying unique materials in the collections and seeking collaboration to digitize them and the importance of outreach, in particular, seeking the support of Africans in the diaspora.2. 1. 10 Increasing number of library users The growing number of university students, the increase in study programmes coupled with paradigm shifts in curriculum and research, the increase in research and the rapid ICT developments have all changed the routines of traditional academic librar ianship (Musoke, 2008). The demand for information resources has increased, with diminishing budgets, resulting in a poor service to library users.This is further evidenced in the NCHE report of 2007 as outlined above. 2. 2 Consortium of Academic and Research Libraries in Illinois (CARLI) CARLI is an unincorporated association, with a total of 153 member institutions all over the State of Illinois (CARLI, July 2009). 2. 2. 1 History July 1, 2005 saw the merging of three Illinois academic library consortia to a consolidated consortium called CARLI the mergedconsortia include Illinois Cooperative Collection Management Program (ICCMP), formed in 1986 and provided statewide collection studies and grantsIllinois Digital Academic Library (IDAL), formed in 1999 and provided centralized electronic resource licensing and Illinois Library Computer Systems Organization (ILCSO) formed in 1980, provided the shared integrated library system Illinet Online which became I-Share in the consolidation .The merging of these three consortia was aimed at change the efficiency and cost 11effectiveness of services, increasing the effectiveness of consortial and member library staff efforts, and creating opportunities to pursuenew programs and services that the three constituent consortia would not have been able to provide on their own. CARLI has continued to add new products, services and programs including The I-Share integrated library system, E-resources licensing, digital collections and statewide collections awards and programs.2. 2. 2 Strategic plan, values, and goals CARLI remains fully committed to fulfilling its established mission The Consortium leads Illinois academic libraries tocreate and sustain a rich, supportive, and diverse knowledge environment that furthers teaching, learning, and research through the sharing of collections, expertise and programsand attaches great importance to cooperation among academic and research libraries of all types, sizes and missions res pect for the diverse missions and populations served by member institutions recognition of each member institutions autonomySharing the full range of academic library resources effectively and economically free and open access to all intellectual resources excellence in providing services and programs innovation in identifying and implementing collaborative solutions to shared challenges responsiveness to member needs cost-effectiveness in the delivery of programs, services, and products careful stewardship of all CARLI resources protecting the privacy and security of library records supportingintellectual freedom and protagonism for academic and research libraries at the local, state, regional and national levels.Furthermore, the consortium reaffirms its commitment to resource sharing, through the continued maintenance and development of its integrated library worry system, and the provision of meaningful electronic resources, through brokering, subsidization and cost-sharing agre ements as outlined in its four broad strategic priorities Collaboration and Leadership, Innovation, Resource Sharing, and E-Resources (CARLI, 2007).12 2. 2. 3 social rank 2. 2. 3. 1 How to become a CARLI member All higher education institutions in Illinois that are recognized by the Illinois Board of Higher Education, and are members of the Illinois Library and Information Network (ILLINET) are eligible for membership in CARLI andwill agree to abide by the terms and conditions of the CARLI Membership Agreement and any other subsidiary agreements governing participation in a specific CARLI service.However individual member libraries retain autonomy over their own operations. CARLI membership includes three categories each with a different entitlement and responsibility, and different annual membership fees. As of the fall of2009 there were 107 Governing, 30 think and 16 Basic members. 2. 2. 3. 2 Membership categories and obligations Governing membership is entitled to participate i n all CARLI products, services, and programs at the fullest level of central support participate in all CARLI committees, task forces, and user groups receive priority status on waiting lists to join I-Share and other premium services like enrollment in training sessions.Associate membership is eligible for most services and programs, and participates in CARLI governance as a group represented by a single voting member on the CARLI Board of Directors. Basic membership qualifies for selected services and programs, and does not participate in CARLI governance or voting. CARLI member institutions may upgrade to a higher or move to a lesser membership level by following the CARLI Bylaws. Eligible institutions that have not joined CARLI may participate in CARLIemail discussion lists, and may attend CARLI training events and workshops at a feesometimes higher than that of the three membership categories. 2. 2. 3. 3 Membership benefits.CARLI serves over 98% of Illinois higher education stu dents, capacity and staff at 153 member institutions of which 76 institutions benefit from I-Share E-resources brokering with over 1,000 discounted subscriptions to electronic journals and other resources a 24-hour delivery by Illinois Library Delivery Service (ILDS) to 141 CARLI libraries and all the states regional library systems the Book Digitization Initiative for Illinois academic and research libraries in-house development of VuFind an open 13 source front end to I-Share catalog and participation in the University of Rochesters Extensible Catalog project.2. 2. 3. 4 Funding sources CARLIs sources of funding include annual subscription membership fees where Governing membership contribution ranges from a minimum of $1000 to a maximum of $10,000 and is calculated by student Full Time Equivalent (FTE) enrollment and institution type, Associate members pay $500, and Basic membership is $100.Other funding includes contributions towards e-resources brokering, development of library systems like I-share catalogue and VuFind, support for digitization projects and the Open Content Alliance, through conducting workshops where each membership contributes different fees to participate in any activity, and grants from the state and federal governments. The CARLI financial year runs from July 1 June 30. 2. 2. 4 Governance CARLI operates under the direction of the CARLI Bylaws 2008 (CARLI, 2008, 2006). The University of Illinois serves as CARLIs fiscal and contractual agent under a Memorandum of Understanding between the Board of Trustees of the University of Illinois and CARLI Board of Directors. CARLI operates as a unit of the University routine for preparedness.and Administration, University of Illinois at Urbana-Champaign. 2. 2. 4. 1 Board of Directors and committees CARLI Board of Directors oversees the affairs of CARLI except those reserved for the entire membership sets strategic directionof the consortium oversees all CARLI committees reviews and approves t he detail and thetotal organizational budget each year advises and gives recommendations on the hiring and evaluation of the Assistant Vice-President for Planning & Administration/ CARLI administrator Director and provides advice and input to the University of Illinois in matters relating to the Consortium. The Board meets regularly throughout the year.In addition to the Board of Directors, there are several committees, working groups, user groups, and task groups established to support the Board in carrying out operational and programmatic activities of the consortium uphold the Board in the development, implementation, operation, and evaluation of programs and services provide the Board with advice and recommendations related to policy, management, fiscal, and on other matters that 14 require the Boards attention. Each committee or group has CARLI liaison fulltime staff who works as a focal point for a designated committee committees meet quarterly with CARLI Board of Directors o r as required. The committees and groups are required to present reports at the end of each task assigned tothem the reports are published and made public online on the CARLI meshwork page. 2. 2.4. 2 Board committee organization Board committees are of two categories, standing ( lasting) committees referenced in the CARLI Bylaws and temporary ad hoc groups established to carry out a specific task and then discharged. All committeesreport to the Board on a schedule established by the Board. Each Board committee has a CARLI staff liaison.Ad hoc groups have sunset dates at which point the group will be discharged. 2. 2. 4. 2. 1 Standing (permanent) committees There are five permanent committees established by the CARLI Bylaws. executive committee The officers of the CARLI Board of Directors shall constitute the Executive Committee.The Committee is advisory both to the Chair and to the Board of Directors on scheduling agenda topics and preparing information for the Board of Directors r eview and action. The Executive Committee is authorized to act on behalf of the Board of Directors on any urgent matter requiring Board approval, unless a regular or special meeting of the Board of Directors is scheduled to take place within 48 hours.The CARLI Board elects its own Vice-Chair/Chair-Elect each year to join the current Chair, Past Chair, and CARLI Executive Director in forming the Executive Committee and will meet as needed to update the Board on their plans and actions. CARLI Executive Director is the Staff or Board liaison.The finance committee provides the Board with recommendations related to annual budget requests, the annual budget, the annual financial performance report, and any other financial matters that require the Boards attention. Its composed of four Board members, one each from public institutions, private institutions, community colleges, and one at large. The Past CARLI Chair isthe chair of the committee.The Finance committee reports to the CARLI Boar d of Directors, on a quarterly basis. CARLI Staff or Board liaisons are the CARLI Executive Director, and CARLI Director for Business and Financial Services. 15 The personnel committee provides the Board with recommendations and input into the recruitment, compensation and evaluation of performance of the Assistant VicePresident and Executive Director.The Board, in turn, provides its recommendations to the University of Illinois. The Committee may also provide the Board with recommendations and input into any other personnel matters that require its attention. The Personnel Committee is composed of four Board members, one each from public institutions, private institutions, community colleges, and one at large.The ViceChair/Chair Elect is the Chair of the Committee. The group reports to the CARLI Board of Directors and University of Illinois Associate Vice President for Planning and Budgeting on an annual basis. The CARLI Board liaison is the University of Illinois Associate Vice Pr esident for Planning and Budge.

Creating a Brand Using the Low-Budget Route: Choco-Energy Essay

1. IntroductionAccording to Mintel (2012), 49% of cocoa users tell that if the price of their favorite bar rises they would cut back on chocolate. In addition, 68% of 16-24-year-olds full-time students call up that everyday low price is atomic number 53 of the main factors that they would consider for a tag (Mintel, 2012). Furthermore, for those DEs and households ar overly the most likely groups to consider low prices as a main factor when choosing which chocolate cross off to buy (Mintel, 2012). Therefore, cr feeding a unseas bingled realization send using the low cipher r surfacee in Pound City commercialise result stimulate a coarse profit space in the candy store market. The report will base on Snickers truffle cover Brand to make water a new acknowledgment smear. The detail translation of new disgraces development process can be seen below, which including the new trademark name, brand realize, brand baffleing and package design.2. Overview of chocolat e marketAlthough in that respect is a decreasing trend in the number of eating chocolate as the reasons of healthy eating, aging population and rising sugar prices, the chocolate market has grown slightly by 6% over 2006-2011 to 1.58 billion (Mintel, 2011). Mintel (2012) in any case observe that 89% of consumers continue to eat chocolate confectionery because of its position as an affordable treat. For those users chocolate as indulgent treats allow consumers to lift their mood and satisfy a sweet craving.Chocolate market is relatively fragmented with the heading of a larger number of smaller brands, such as Mars, Cadbury Trebor Bassett, Nestle, Haribo and Ferrero and some own-label stateings manufacturers (Mintel, 2011). This can be seen from Appendix 1 about the manufacturers shares in the UK chocolate confectionery market. It orders that Kraft Foods (Cadbury), Mars, Nestle are the three leading brands in the UK confectionary market, which taking up 33%, 27% and 16% of mar ket share respectively (Mintel, 2011).3. Choosing brand in the chocolate marketThe researcher will base on Snickers brand Peanut Butter Squared to create a new identification brand with new brand name, brand image and package to compete with current range of manufacturers own brand. Snickers Peanut Butter Squared is one of the noteworthy brands of Mars Company. Mars is a US-establish globally operating food and drink conglomerate caller-out. Its brands in the confectionery segment include Lockets, Skittles, Starburst and Tunes (Mintel, 2011). Mars Chocolate is one of the worlds leading chocolate manufacturers. Its iconic brands include M&MS, SNICKERS, DOVE, GALAXY, MARS, MILKY WAY and TWIX (Mars weeal website, 2012).4 Brand analysis for Snickers Brand4.1 Brand name of Snickers BrandAccording to Chernatony and McDonald (2003) noted that brand names are perceived by consumers as important information clues, which avails to reduce the need to engage in a detailed search for infor mation. The name of Snickers was launched under the name Marathon chocolate in the 1990s as Mars Inc aimed at consolidating branding exercise by bringing all its corporations intersections under unified Mars branding and make its brand be recognized both locally and globally (Ezine rticles, 2012). Now Snickers is one of the largest confectionary single bar in the world and people will think of naught bar when they see the brand name of Snickers (Mars official website, 2012).4.2 Brand development of SnickersThe brand development for Snickers Brand Peanut Butter Squared both has from its average nutrition but also from its package. The calories of new Snickers Peanut Butter Squared is litter smaller than original Snickers from 1.78 oz and 250 calories, versus 2.07 oz and 280 calories for the original bar. Each of the squares are about 1.25 inches across, and 3/4 inch noble (LaBau, 2010). In addition, the color of the packaging changes from brown toyellow. Inside of the package, ther e are two pieces of chocolate bar instead of one larger bar compared with original Snickers bar. This is a kind of brand extension based on Peanut Butter chocolate category.4.3 Brand image of SnickersChernatony, McDonald and Wallace (2011) stated that brand images enable consumers to form a mental vision of what and who brands stand for. Because consumers will select a brand by observing whether the images that brand sway match the needs, look ons and lifestyles of consumers. In the case of Snickers, Snickers focus on broadening its appeal from a for the most character male base to include women and older consumers. The company pays much attention and invests heavily in maintaining and strengthening their brand image.One of the most effective and targeted marketing tools for the Snickers brand at its disposal is through sponsoring observe sporting events to squarely position it as an energy booster, one of its slogan is the big eat when you are hungry. With the effort by the M ars Company, at one time Snickers Bar creates its brand image as providing the fuel and energy for the body and mind (The Irish Times business, 2000). In addition, the Snickers brand represents one of the young generations wishes that they requisite to be recognized and accepted by friends around them. Therefore, they need replenish their energies to enjoy with their friends and not go behind them.4.4 Brand personality of SnickersA brand should represent more than fitting utilitarian benefits but also give added values that satisfy social and psychological needs for consumers. Because intrinsic physical harvest-home with an aura, or personality will give consumers more greater confidence in choosing a brand (Riezebos, 2003). Snickers brand created its brand personality through initiation celebrity endorsement campaign with words like, Peanutopolis, Hungerectomy, Nougtocity, Substantialicious and Satisfectellent on its outdoor billboard advertising campaign to attract the younge r generation and to gain trust with popularity (The Irish Times business, 2000).4.5 Brand value of SnickersSNICKERSChocolate bar create its brand value by providing the fuel andenergy for the body and mind. With busy lifestyle late and many families on the go, Snickers bar as a great-tasting snack that captures the essence of a portable snack brings consumers with great convenience and satisfies getting the most of separately moment. When you hungry, grab Snickers bar is great to reflect the brand value of Snickers. Nowadays, the brand value of Snickers brand can be seen from its overwhelming popularity, recognition as a top-quality product and the respect and admiration of consumers world-wide as a world leader in the snack food category (The Irish Times business, 2000).4.6 parcel of land strategy for SnickersMeyers and Lubliner (1998) illustrated that the package form can communicate images that influence consumer perception, appeal to the consumers emotions, and motivate desir e for the product before the consumer ever reads the label or sees the actual product. In their opinion, the package is the product. In the case of Snickers Peanut Butter Squared Brand, the packaging is little flatter, shorter and wider than the standard Snickers package. The package after-school(prenominal) for Snickers Brand Peanut Butter Squared with a golden yellow background and Peanut Butter clearly spelled out in big letters. Inside the package are two squares chocolate bar.All of those are 1.25 inches square and about 1.75 inches high. Theres a nice ripple on the top (CandyBlog, 2010). The detail explanation about its product de hired handion has been introduced in the brand development stage. SloganSnickers chocolate bar uses more than one slogan. The slogan for Snickers chocolate bar is esurient? Grab a Snickers Dont let hunger happen to you. Hungry? Why wait?5 Brand image transferChernatony and McDonald (2003) noted that a successful brand is an identifiable product, se rvice, person or place, augmented in such a way that the buyer or user perceives relevant, unmatched added values which match their needs most closely. And its success results from being able to sustain these added values in the face of competition. In order to create a successful new identification brand, the marketers will transfer the image brand from Snickers by maintaining some good segments of Snickers brand and add some brokers that Snickers brand needed to improve to compete with itscompetitors.5.1 Energy booster and Offer valueFigure 5.1 Chocolate confectionary brand personality-macros image, January 2012 According to the figure above, Snickers have a strong reputation. This might attributable to its high peanut capacity as Mintel (2012) stated that Snickers is a particularly divisive brand, with the high peanut content likely to be a deterrent for a number of people. Therefore, for the new identification brand, maintaining the high peanut content will be a great elemen t to offer added value for the consumers. In addition, positioning the new identification brand as an energy booster is also important as Snickers attracts lots of consumers with this position and this also one of the reasons why Snickers brand succeed.5.2 Ethical brandFigure 5.3 Chocolate confectionary brand personality-macros image, January 2012 According to the figure above, ethical is to be a great element for the consumers to show the brand personality for a food product. According to Mintel, (2012), consumers pay much attention on ethical sourcing of food. The impact of ethical sourcing will accommodate a great element to influence consumer confidence. In addition, brands which source their ingredients ethically especially for those with a premium orientation product, this would be a great element to identify their brand image (Mintel, 2012). Therefore, creating an ethical brand will also be great element for the marketer to create a new identification brand. 6 Creative choic e/ Brand identification6.1 New brand nameThe new brand name is CHOCO-ENERGY, which is painless for consumers to member the name and comfortably associated with the products. Meyers and Lubliner (1998) stated that a products brand name is responsible for creating memorability. It helps to build brand recognition and loyalty, as well as providing product information. For CHOCO-ENERGY, this could help to inform consumersthat this is a chocolate brand. In addition, it also notes consumers that this brand focuses on energy booster.6.2 New brand imageChernatony and McDonald (2003) stated that brand images enable consumers to form a mental vision of what and who brands stand for. Because consumers will select a brand by observing whether the images that brand convey match the needs, values and lifestyles of consumers. The brand image for CHOCO-ENERGY brand is to inform consumers that this brand is more than just other chocolate, it as a reflection of a way of life, where people live wit h energy, happy and healthy. For the new identification brand, CHOCO-ENERGY would like to transfer a healthy and energy image for the consumers and let consumers to be treatwise for chocolate based on GDAs ( go acrossline day-to-day amounts).This new brand aims to inform consumers to be enjoyed as part of a healthy, active lifestyle. Because some of them might consider chocolate leads to obesity issues while eating limited chocolate can also grant benefits for ones healthy because the elements contain in peanut butter and peanuts would benefits for consumers nutrition. Peanut butter and peanuts provide protein, vitamins B3 and E, magnesium, folate, dietary fiber, arginine, and high levels of the antioxidant p-coumaric acid. All of those elements would help consumers to protect against a high risk of cardiovascular disease (HubPages, 2012).6.3 Brand positioningAccording to Aaker (2002), brand position is the part of the brand individuality and value proposition that is to be acti vely communicated to the target audience and that demonstrates an advantage over competing brands (Aaker, 2002, pp176).The new identification brand will target on young teenagers and positioning on creating an everyday low price and importance of chocolate brand to British consumers. According to Mintel (2012), 15-24-year-olds stand out as the most important demographic in the chocolate and confectionery market, with the highest share of total users (91%) and also 44% of heavy users (Mintel, 2012). In addition, 68% of 16-24-year-olds full-time students consider that everyday low price as one of their main choice factors for achocolate brand (Mintel, 2012). Furthermore, there is a growing metrical composition in the population of the high usage 25-34-year-old age group as well as Abs and C2s look set to drive sales growth in the coming years (Mintel, 2012). Therefore, the new identification brand will target on users from 16-to-34 year olds and creating an everyday low price brand i n the confectionery market to attract consumers attention.6.4 Brand personalityAaker (2002) noted that a brand personality represents a functional benefits or attribute that may be relatively ineffective if it lacks a visual image established in the customers mind. Brand personality for the new identification brand is that CHOCO-ENERGY not just another chocolate bar that provide sweet craving or energy for the consumers but also a brand that value for money. Because according to Mintel (2012), chocolate suffers from a poor perception of value with only 28% of chocolate users think chocolate bars provide value for money. In addition, 65% of users consider that brands benefit from high trust as a main choice factor when they choose a chocolate brand.Therefore, improving perception of value and creating high trust for the new identification brand is emergent and significant. In addition, according to the brand image transfer part, energy booster and offer added-value are great element for the marketer to create the new brand. Therefore, this brand aims to create an everyday low price and importance chocolate brand for consumers not only value for money on price but also on product content. The product will maintain the value of Snickers brand that providing high nut content as the high peanut content likely to be a deterrent for a number of people (Mintel, 2012).6.5 Package strategy for the new identification brandTrott (2012) stated that package is a powerful selling tool for a company to achieve a competitive advantage because for consumers the package is the product. before consumers select a product, they will see the package at first. Through the shape of the package, the recognition of the brand, the color and the words, the graphic style and format they will have a natural image for the product (Meyers and Lubliner, 1998).In addition, the name, logo or symbol of the package are all unique, appropriate, and legally ownable for the company to communicate a positive and memorable image about the product (Meyers and Lubliner, 1998). These would help to provide product information and attributes to the customers. Therefore, it is critical for the company to pay much attention on the package design. Next the detail explanation about brands logo, color for the package, product identification (net weight copy, benefit statement, flavor or variation identification, size, nutritional information, ingredients, distributed place, attribute description) for the new identification brand can be seen below.6.5.1 The brand logoThe brands logo refers to a unequivocally cause signature, which can be based on the brand name in some kind of unique typographic format or a uniquely styled configuration of the corporate initials (Meyers and Lubliner, 1998). The consistent use of the logo is one of the reasons to make a powerful brand and also is the fundamental building blocks of brand identity (Carter, 1999).For the new identification brand, the market er will use the brand name as the brands logo. The researcher will use a script logo because this type of logo provides an image of casualness, fun, movement and entertainment (Meyers and Lubliner, 1998). This is more related to the image of new identification brand that CHOCO-ENERGY is more than just another chocolate it as a reflection of a way of life, where people live with energy, blithe and healthy. The slogan of the new identification brand is CHOCO-ENERGY have health to be a part of active lifestyle.6.5.2 Package inside and outsideThe color for the packaging of the new identification brand outside will combine both brown and yellow. Because brown is deep color and often used for gourmet food and confections to communicate good taste, warmth, and appetite appeal. In addition, this color also helps to identify the color of the product inside the package (Meyers and Lubliner, 1998). For yellow color, it looks bright and tends to communicate relaxation and joy. Insidethe packa ge four loving cup shaped chocolate. The surface of each chocolate has a heart-style image.6.5.3 Product IdentificationEach CHOCO-ENERGY chocolate bar will contain 210 calories with a total red-hot content 14 gm. In addition, for its protein, sugar and sodium content will be 4gm, 19g and 130 mg respectively. The new identification brand will also contain nougat, caramel, peanuts. All of these elements will be covered in chocolate coating. Net weight copy for CHOCO-ENERGY is 42g. The benefit statement of this brand is to be treatwise based on guideline daily amount to be enjoyed as part of a healthy, active lifestyle. This brand pays much attention to balance the flavor of the product to avoid the product more sweet than salty. In addition, the product avoids making the peanut butter layer too waxy and to make the chocolate queerly flavourless. There will four pieces of chocolate cups in the package. The package will be flowrap bags. This would help to increase the product store du ration because its easy for chocolate to melt at a high temperature. In addition, it helps to improve the product security. The detail nutritional information and ingredients can be seen from A3 poster.7. ConclusionIn this report, the rise of chocolate price and the increasing growing number of own-label of chocolate brand as great reasons to explain why creating a low budget route brand is effective in the chocolate and confectionery market. In addition, the detail explanation about the Snickers brand such as the brand image that Snickers Bar provide the fuel and energy for the body and mind with slogan that the big eat when you are hungry. Snickers brand positioning from a largely male base to include women and older consumers. Snickers brand personality through launching celebrity endorsement campaign with words like, Peanutopolis, Hungerectomy, Nougtocity, Substantialicious and Satisfectellent to give a fundamental knowledge about how to create a brand. Furthermore, the brand im age transfer as a great part for the report to show what elements will rest or added from the Snickers brand to create the new identification brand.At last, the new identification brand, CHOCO-ENERGY brand was created with slogan that CHOCO-ENERGY Eat health to be a part of active lifestyle to represent an image that CHOCO-ENERGY is not just another chocolate, it as a reflection of a way of life, where people live with energy, joyful and healthy. CHOCO-ENERGY positions on creating an everyday low price and importance of chocolate brand to British consumers. At the same time, elements for the package design also explained to show the new identification brand.8. ReferencesAAKER, D.A. (2002) Building strong brands. London Simon & Schuster UK Ltd.CARTER, D.E. (1999) Branding the power of market identity. New York Hearst Books International.CHERNATONY, L.D and MCDONALD, M (2003) Creating Powerful Brands in Consumer, Service and Industrial Markets, third gear Edition. Oxford Elsevier Lt d.CHERNATONY, L., MCDONALD, M, WALLACE, E (2011) Creating powerful Brands, BH, 4th Edition. Oxford Elsevier Ltd.CLIFTON, R and Simmons, J (2003) Brands and Branding. London The Economist Newspaper Ltd.HASSAN, T. U (2009) Snickers Chocolate Bar-A short History. Ezine rticles. Online. Available from http//ezinearticles.com/?Snickers-Chocolate-BarA-Short-History&id=4102333. Accessed 17/05/2012LABAU, E. (2010) Snickers Peanut Butter Squared Review. About.com. Candy. Online Available from http//candy.about.com/od/candyreviews/fr/snickers_pbsquared.htm. Accessed 17/05/2012.LAFORET, S (2011) Managing Brands. McGraw Hill.MARS Official website page (2012) Brands Chocolate. Online. Available from http//www.mars.com/global/brands/chocolate.aspx. Accessed 17/05/2012.MEYERS, H.M. and LUBLINER, M.J. (1998) The marketers Guide to Successful Package Design. United States of America NTC/Contemporary Publishing Group, Inc.MINTEL (2012) Chocolate Confectionary-UK-April-2012. London Mintel Internationa l.MINTEL (2011) Sugar and Confectionary-UK-November 2011. London Mintel International.RIEZEBOS, R (2003) Brand Management. Prentice Hall.The IRISH times BUSINESS (2000) Global marketing-Building and Maintaining the M&MS Brand. Fifth Edition. UK Masterfoods.TROTT, P (2012) Innovation Management and New Product Development, Fifth Edition. England Pearson Education Limited.